Administration Skills

Being competent in the ‘technical’ skills of the job is no longer enough. If we do not have appropriate skills – we cannot communicate effectively with internal and external customers. Your participants will learn the key skills.

[geoads2]

Overview
Administration roles today require a variety of skills to help develop and build relations with internal and external customers. In a highly competitive environment, these communication skills are often more important than ‘technical’ skills. Promotion of professional staff is often, at least in part, affected by the people skills of the individual.

This practical and stimulating course provides participants with the understanding, ideas and techniques they need to be successful. They will have the opportunity to address their own situations with external and internal customers.

Who Should Attend
Anyone dealing with external or internal customers.

Administration Skills – Course Objectives

Participants will learn:

  • how to ensure the right perception of customer care
  • how to handle difficult situations
  • the key skills of questioning and how to apply them
  • about their own and others’ behaviours and how to manage the differences
  • how to improve their ‘Active’ listening skills and use them to ensure greater effectiveness
  • the importance of taking ownership of a problem
  • the errors/challenges and how to overcome them
  • how to use Transactional Analysis to ensure a productive outcome
  • how to recognise, use and control Non-Verbal Communication

[geoads3]

Administration Skills – Course Outline

What Customers Want
Ensuring customers feel important and understood
Customer perceptions
Controlling the perception of the best service
Our role in competition
Internal and external customers

Handling Difficult Situations
Difficult situations can be good news
Common errors
The method of handling difficult situations
Problem ownership and ‘follow-through’

Questioning Skills
The role of questioning skills in handling difficult people and other professional situations
The structure of a good question
Question types and their use
Using questions to obtain information

Behaviour Versatility
Identifying own behaviour
Recognising different types
Managing the interaction

Listening Skills
Barriers to effective listening
The difference between ‘Active’ and ‘Passive’ listening
How to use ‘Active’ listening to demonstrate interest and obtain information
How to use ‘Active’ listening to steer a conversation

Owning The Problem
How minor comments can have major impact
Develop an awareness of use of language to make a good impression

Telephone Skills
Differences between telephone and face-to-face communication
Overcoming the disadvantages of the telephone
Developing an effective personal style

Transactional Analysis
How Transactional Analysis can help in difficult situations
States of mind and how we interact with others
Questions to change a person’s state of mind
‘Rules’ to ensure a productive outcome
Building relationships
Drivers and motivators

Non-Verbal Communication
Pitfalls and considerations
N.V.C. components and patterns
How to control your N.V.C.

[geoads4]

Net Neutrality? You Got It!

There’s a lot of talk about net neutrality, and with  US legislators voting to abandon net neutrality, with few people understanding why, what it means and who will benefit (and who will lose out) Burger King made a fun ad to help its customers understand what burger neutrality gives them:

[geoads2]

 

If you want the internet to be for everyone, as its EU funded British inventor Tim Berners-Lee did, then pay attention, and make sure your lawmakers don’t sell your access for campaign funds.

We Are All Selling Services And Solutions Now

As many market-places commoditise selling organisations attempt to move up their value chain to escape the deathly grip of diminishing competitive advantage.

Two common (and often interconnected) approaches to this problem are; adding services to an organisation’s offer and selling solutions.

[geoads2]

The Move To Services

This has several advantages:

  1. Stand alone services tend to deliver higher margins.
  2. They help to sophisticate the offer, wrapping services around products can help ‘harden off’ prices.
  3. They create another route to market, opening up new revenue opportunities.
  4. They can extend and deepen the customer relationship beyond simple product usage to a more collaborative approach.
  5. They offer an effective platform for cross selling other services.

 However, there are challenges in developing a services offering:

  1. Distinctive service development requires real thought leadership, which requires an insightful, possibly visionary, perspective.
  2. Service delivery is about end-to-end process excellence, not about functions and power based hierarchies.
  3. Services need to be performance managed just like products, including; objectives, success/failure criteria, measurements and best practice development.
  4. Paid for services that are now ‘special’ degrade to become the inclusive norm. New services need to feed in at the top of the service hierarchy.

[geoads3]

Solutions, Solutions, Solutions

Everybody seems to be selling them , nowadays it doesn’t seem enough to sell a product or service, it has to be part of a solution. This doesn’t necessarily mean that more solutions are being bought. Many customers simply look past these superficial ‘solutions’ to what the product/service will do for them and make their own mind.

What is a real solution? Something that is an aggregated set of components (that cannot be disaggregated), tailored to a particular requirement that is a sold for a total (non-divisible) price. Because the offer is built and sold in this way is achieves a double benefit. For the customer it is unique to them, for the seller the components are be infinitely reconfigurable creating a scalable offer that can be sold uniquely many times over. When organisations really sell solutions they are creating real competitive advantage.

 

Sales Demonstration Skills

The demonstration may be to keep customers informed, find needs, or to prove that a solution is the best. These varying aims and stages in the sales process mean that our approach must be appropriate. Common errors include inflexible standard demonstrations and demonstrating our ‘flavour of the month’ instead of responding to the customer.

[geoads2]

Overview
The Demonstration is a key element in a sales process. Well meaning demonstrations can destroy the sales process by inadvertently making the ‘product’ appear complicated or irrelevant. Demonstrating is not just showing product knowledge. This course allows participants to avoid common errors and turn the demonstration into a more valuable part of the sales process.

Who Should Attend
All salespeople, pre-salespeople and others involved in demonstrations.

Demonstration Skills 1 Day – Course Objectives

Participants will learn:

  • the common cause of poor demonstrations
  • the different types of demonstration, also the requirements and constraints
  • the structure of an effective demonstration
  • to develop an effective style
  • the key factors to ensure success when working as a team
  • the key active listening skills and how to use them in a demonstration and in other customer meetings

[geoads3]

Demonstration Skills – Course Outline

Demonstration Need & Types
Barriers to an effective demonstration
Demonstration as a first stage in the persuasive process
Demonstration as a later stage in the persuasive process
Public demonstration, single customer, multiple customers

The Demonstration Structure
Questioning – during the demonstration
Verification
Matching Needs
Obtaining Agreement

Demonstration Style
Controlling the sequence
Winning Words
Answering Questions

Team Demonstrations
Briefing
Control

Listening Skills
‘Active’ vs ‘Passive’ listening skills
‘Active listening techniques
Controlling a conversation through listening techniques
Obtaining ‘Free Information’

Defining Coaching

Coaching is used to support individuals in achieving results beyond what they believe is currently possible.  It is about ‘people’ with the focus on the coachee.  It is driven by their goals.

In sport, we are constantly breaking new records.  Someone wanting to run a certain distance in a particular time will often have a coach.  Initially, the coach may be there simply to establish if their goal is both realistic and also a personal stretch.  The goal will vary greatly whether the coach is coaching an Olympic runner or a disabled person wishing to run their first race.  The coach provides both emotional and practical support.  For example, in the minutes coming up to the run, the coach may help the runner focus their mind to generate a positive attitude, as well as warm up and remember a few specific tips for the race.

[geoads2]

Coaching is now frequently used in business where the basic principles of sports coaching are applied to business situations.  These principles include:

  • Focusing on the individuals development rather than weaknesses
  • Helping them design both realistic and yet stretching goals
  • Encouraging and supporting them in experimenting in new areas of knowledge, skill or attitude
  • Building on an individual’s strengths and resources.

Given that companies have people, not only as their major resource and differentiation, but also as drivers of change – the individual is a powerful place to start. Coaching brings appropriate learning, change and development to the work place.

[geoads3]

Coaching is used to:

  • Help people work out their goals
  • Own and commit to their goals
  • Improve performance
  • Develop in new areas
  • Build self confidence and self esteem
  • Develop more effective behaviours
  • Identify and reduce perceived barriers to success
  • Maximise potential

Coaching is not effective:

  • As a punishment for poor performance
  • As an isolated event
  • As a replacement for training
  • As a replacement for counselling
  • When confused with mentoring

[geoads4]

“No one is so good they can’t get better”Nick Faldo, London Times 1993 prior to winning the Masters for the second time

 

Selling To Difficult People

Being competent in selling is no longer enough. If we do not have ability to build relationships and handle the difficult situations, then long-term sales, repeat sales and cash collection is affected. 

[geoads2]

Overview
Problems may occur in both pre and post-sales. As products/services become more advanced and customers become more demanding, the type of problem becomes more sophisticated. As organisations become more complex, the varying different personal interests cause conflict. This course provides the key skills, techniques and strategies needed for success.

Who Should Attend
Anyone who needs to deal with difficult people and situations

Duration
1 Day

Difficult People and Situations – Course Objectives

Participants will learn:

    • to improve their ability in dealing with difficult customers and situations
    • the key skills/habits required to prevent/handle difficult situations
    • when to use particular skills or tactics
    • what to do if their first course of action does not work
    • how to ensure a productive outcome from any conversation

[geoads3]

Difficult People and Situations – Course Outline

Problems, Complaints, Difficult Customers
Difficult customers are good news
Problem ownership
The “S.A.S. Follow-through”

Enabling Behaviours
Key factors in preventing problems
Personal style in handling difficult situations
Building the right habits
Behaviours to avoid

Selective Behaviours
Key tactics, behaviour and actions that have value in specific situations

Fallback Behaviour
The different approaches/actions that can be used if the first course of action does not work

How To Say ‘No’
The ‘3E’ Refusal?
Skill beats “giving something away”

Transactional Analysis
Ego States, Transaction Types
Crossed/Complementary Transactions
Using Transactional Analysis